Recent headlines paint a disturbing picture: five corrections officers charged with murder, eight employees accused of sexual abuse and four officers arrested for excessive force. These aren’t isolated incidents – they’re symptoms of a deeper problem in our correctional system. As someone who has spent years working inside these facilities, I see these cases as clear examples of leadership failures at both administrative and operational levels.
Understanding the psychology of compliance
The question that haunts me is this: How does a facility, or even an entire agency, become so disconnected from its core mission that multiple staff members commit acts that are illegal, immoral, or against policy?
To understand this phenomenon, we can look at Stanley Milgram’s famous Yale University experiments on obedience. Milgram studied how ordinary people could be convinced to harm others simply because an authority figure told them to do so. His findings were shocking: 65% of participants were willing to administer what they believed were potentially lethal electrical shocks when ordered to do so.
As correctional staff, we face similar pressures. Have you ever felt compelled to go along with something that didn’t feel right? Maybe you rationalized it because it seemed within your moral compass, or perhaps you thought the inmate “deserved it.” I’ve made both good and poor decisions, but this doesn’t excuse misconduct.
Breaking the cycle: Solutions for change
To begin addressing these systemic issues, we must take intentional steps to shift the culture — not through slogans or surface-level reforms, but through concrete, day-to-day actions that reinforce accountability, professionalism and ethical leadership.
1. Set clear expectations
“It’s not what you preach, it’s what you tolerate.” — Jocko Willink
Whether you’re a warden or a lieutenant, what you see around you reflects your expectations. Staff will rise to meet the standards set by leaders they respect and they will hide their actions from leaders they fear. If you permit unprofessional behavior, whether it’s using profanity with inmates or maintaining a punishment mentality, you’re effectively endorsing it.
2. Implement a duty to intervene culture
While we excel at responding to another officer’s body alarm, we often fail to stop colleagues who become emotionally escalated during use-of-force incidents. Why is it so hard to grab another officer’s vest and pull him out of the cell? Law enforcement agencies have formalized this responsibility through “duty to intervene” policies. Corrections facilities need the same.
I’ve intervened many times throughout my career. The immediate reaction is usually hostile — name-calling, threats — but it’s almost always followed by gratitude the next day. Every incident in corrections involves emotions: fear, sorrow, hate, retribution, sadness, anger, or confusion. We must watch out for each other, even if it means physically pulling a colleague out of a situation. One intervention could save a career — or a life.
| RELATED: Duty to intervene applies in jails
3. Invest in professional development
The training disparity between law enforcement and corrections officers is striking. While law enforcement receives comprehensive ongoing education, corrections staff often get just enough training to “get by.” This isn’t sufficient. To combat recent failures and move our profession forward, we need robust training in:
- Case law
- Emotional intelligence
- Social skills
- Leadership at all levels
Leadership isn’t just for top brass — it’s a universal correctional skill. Everyone, from the officer supervising an inmate work crew to human resources staff, must understand their role in maintaining professional standards and a positive facility culture.
In his book “Leaders Eat Last,” Simon Sinek asks leaders to prioritize their employees’ well-being over their own by eating last. I would add that leaders should talk last. Listening to your staff will give leaders true insight and an accurate view of the culture they have built.
When listening, leaders should be wary of the “negative leadership echo,” which occurs when staff repeat a leader’s words without genuine belief or commitment. In contrast, a leader who overhears or experiences a “positive leadership echo” is witnessing staff as they embody the institution’s values through their words and actions, reflecting the culture being built.
Are you ready to step in? In this video, Gordon Graham breaks down the duty to intervene for corrections staff and why it’s your legal and moral responsibility.
Moving forward
The path to reform requires honest self-reflection and commitment to change at every level. We must acknowledge our challenges while working actively to address them. Only by setting high expectations, supporting each other through intervention when necessary, and investing in comprehensive training can we create the professional corrections environment our staff and inmates deserve.
This isn’t just about preventing headlines — it’s about building a culture in corrections that reflects our highest values and best practices.
Continue the discussion
Consider the following questions to reflect on the challenges and opportunities for cultural change in your own facility:
- Which leadership failure do you believe contributes most to a toxic culture in corrections, and why?
- Have you ever witnessed or experienced a situation where someone should have intervened but didn’t? What were the consequences?
- How can correctional facilities realistically implement a “duty to intervene” culture when peer loyalty and fear of retaliation are so strong?
- What training topics do you think are most urgently needed in your facility, and how could they change daily operations or interactions with inmates?
- What does a “positive leadership echo” look like in practice, and how can leaders foster it among their teams?
Additional resources for further learning
To deepen your understanding of institutional culture, leadership and ethical decision-making in corrections, consider exploring the following:
- “Leaders Eat Last” by Simon Sinek – Explores how leadership grounded in trust and empathy can transform workplace culture, particularly in high-stress environments.
- “Extreme Ownership: How U.S. Navy SEALs Lead and Win” by Jocko Willink and Leif Babin – Offers practical leadership lessons applicable to corrections, especially around accountability and team cohesion.
- “The Lucifer Effect: Understanding How Good People Turn Evil” by Philip Zimbardo – A deeper dive into the psychology of compliance, obedience, and institutional behavior.
- U.S. Department of Justice: Correctional Leadership Competencies for the 21st Century – A practical guide outlining essential skills and behaviors for correctional leaders at all levels.
- National Institute of Corrections (NIC) Training Resources – Offers a variety of free training materials and courses focused on ethics, leadership, and staff development in corrections.
